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Journal articles on the topic 'Change management'

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Published: 4 June 2021

Last updated: 8 June 2024

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1

Jenning, Sabine, Hartmut Hein, Stephan Mai, and Holger Schüttrumpf. "BREAKS AND LONG TERM TRENDS OF TIDAL CHARACTERISTICS IN THE SOUTHERN GERMAN BIGHT." Coastal Engineering Proceedings 1, no. 33 (October 11, 2012): 32. http://dx.doi.org/10.9753/icce.v33.management.32.

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The recent influence of climate change and land subsidence on the water levels and tidal characteristics in the German Bight is documented by regional tide gauge observations. However, in any long time series the chance arises that measurement conditions may change over time. Some of these changes occur instantaneously like the change of the sensor or corrections of the zero-point of the gauge. Other changes occur subtly, such as alterations of the regional morphology and therefore the mode of behavior at the measurement site. We present long-term changes of tidal characteristics in the waterways of the southern German Bight, by detecting abrupt breakpoints and resulting homogenized trends. In order to understand processes of the changes of the tidal characteristics significant trends in the time series for measured and calculated tidal parameters are analyzed.

2

Vroom, Julia, Edwin Elias, Jamie Lescinski, and Zheng Bing Wang. "ASSESSMENT OF THE EFFECTS OF THE ZUIDER SEA CLOSURE ON THE HYDRODYNAMICS OF THE WADDEN SEA INLETS." Coastal Engineering Proceedings 1, no. 33 (October 25, 2012): 47. http://dx.doi.org/10.9753/icce.v33.management.47.

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Large hydrodynamic and morphodynamic changes have taken place in the western Dutch Wadden Sea due to the closure of the Zuider Sea in the early 1930s. Hydrodynamic simulations for three situations, viz. just before the closure, just after the closure and at present, have been carried out in order to investigate the hydrodynamic changes since the closure and to improve our understanding of the observed morphodynamic changes. The model results show a large increase in tidal range after the closure of the Zuider Sea. This increase continued to grow after the closure due to bathymetric change and sea level rise. The morphodynamic analysis focuses on the changed behavior of the ebb-tidal deltas of the Texel Inlet and the Vlie Inlet. Both ebb-tidal deltas have undergone a re-orientation in up-drift direction. Two possible explanations based on the literature for this change are discussed with the help of the hydrodynamic simulations.

3

Cauldwell, B. "All change [change management]." Manufacturing Engineer 83, no. 3 (June 1, 2004): 16–17. http://dx.doi.org/10.1049/me:20040303.

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4

Nakajo, Sota, Nobuhito Mori, Tomohiro Yasuda, and Hajime Mase. "BASIC EXAMINATION OF FUTURE CHANGE OF TROPICAL CYCLONE AND STORM SURGE PROPERTIES UNDER CLIMATE CHANGE." Coastal Engineering Proceedings 1, no. 33 (October 25, 2012): 23. http://dx.doi.org/10.9753/icce.v33.management.23.

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Recently high-resolution Global Climate Model (GCM) shows that global climate changes may cause the future change of the Tropical Cyclone (TC) characteristics, such as frequency, developing process and intensity. However, there are two difficulties for assessment of future TC disaster, one is uncertainty of future prediction in GCM, and another is shortage of sample TC data. In this paper, we estimated future changes of TC properties and reduced uncertainty by ensemble averaging of multi-GCM prediction results, and generated many synthetic TC data with Global Stochastic Tropical Cyclone Model (GSTCM). In addition, GSTCM which have empirical temporal correlation algorithm was improved for the reproducibility of arrival TC statistics by cluster analysis of TC data. This upgrade could pave the way to local future prediction of TC disaster.

5

McCumstie, Tony. "Change management." ANZTLA EJournal, no. 36 (April 16, 2019): 36–40. http://dx.doi.org/10.31046/anztla.v0i36.1103.

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6

Kreutzer, Ralf T. "Change-Management." Der Betriebswirt 57, no. 3 (September 30, 2016): 15–18. http://dx.doi.org/10.3790/dbw.57.3.15.

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Die Notwendigkeit zu einer digitalen Transformation stellt sich für jedes Unternehmen – allerdings in unterschiedlicher Intensität. Um den für diese Transformation notwendigen Change-Prozess erfolgreich zu gestalten, bedarf es eines profunden Wissens des Change-Managements. Die wichtigsten Erfolgsfaktoren und weiteres Handwerkszeug werden hier beschrieben. The necessity of a digital transformation exists for every company – only the intensity differs. In order to manage the tranformation successfully a profound knowledge of change management is needed. The key success factors and addtional tools for this process are presented here. Keywords: performance engine, geschäftsmodelle, digitale transformation

7

Kogetsidis, Harry. "Change Management." International Journal of Information Technologies and Systems Approach 6, no. 2 (July 2013): 1–12. http://dx.doi.org/10.4018/jitsa.2013070101.

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The rate with which change occurs has increased dramatically over the years. At the same time, the change management literature is full of claims about the high failure rate of change implementation programmes in organisations. In this position paper a case is made that change initiatives frequently fail because they are not holistic in nature. The paper argues that change can be managed more effectively if the various interconnected and interacting elements of the system are identified, the divergent interests of the various stakeholders are recognised, and the entire change process is managed systemically. As the failures of change efforts are commonly related to human issues, as opposed to technical factors, involving all stakeholders in the change process is expected to reduce resistance and to create a higher level of psychological commitment among employees towards the proposed change. The paper then looks into the implications that this holistic way of thinking has for information systems development and argues that information systems should not be implemented as a means to solving a problem but instead be treated as a significant tool to help address a complex mix of organisational issues. Information system strategy must be in line with the organizations’ corporate strategic plan and information systems must be related to a continually changing organisational context and a turbulent business environment.

8

Simon, Walter. "Change Management." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 98, no. 3 (March 27, 2003): 90–92. http://dx.doi.org/10.3139/104.100617.

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9

GRATTON, LYNDA. "CHANGE MANAGEMENT." London Business School Review 28, no. 2 (May 2017): 28–31. http://dx.doi.org/10.1111/2057-1615.12171.

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10

Lehman, Keverne L. "Change Management." Journal for Nurses in Staff Development (JNSD) 24, no. 4 (July 2008): 176–84. http://dx.doi.org/10.1097/01.nnd.0000320661.03050.cb.

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11

Yarberry, William A. "Change Management." EDPACS 33, no. 4 (October 2005): 12–24. http://dx.doi.org/10.1201/1079.07366981/45519.33.4.20051001/90024.3.

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12

Kauffeld, Simone, and Falko von Ameln. "„Change Management“." Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) 50, no. 2 (May 13, 2019): 97–99. http://dx.doi.org/10.1007/s11612-019-00467-z.

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13

J, Subramanian. "Change Management." Ushus - Journal of Business Management 2, no. 2 (June 10, 2003): 67–73. http://dx.doi.org/10.12725/ujbm.3.7.

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Change is dynamic and positive in nature. Change pre-supposes stability and growth. Identifying and implementing right changes at the right time is the challenging task of modern management. Any change emulates resistance due to inherent inertia and fear. Change agents' job is to eliminate the fear and instill confidence to successfully implant the change. Change management is the art of blending the diverse responses with the discrete organizational goals in an ever-changing business environment. Change management is never a one shot replacement but a sequenced stage by stage progress towards elimination of resistance in favor of the change objective.

14

Jack, Gillian, and Kathy Whymark. "Change Management." OR Insight 13, no. 4 (October 2000): 2. http://dx.doi.org/10.1057/ori.2000.15.

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15

Cargill, Barbara J., and Gillian Jack. "Change Management." OR Insight 17, no. 2 (June 2004): 2–3. http://dx.doi.org/10.1057/ori.2004.6.

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16

Spiker, Barry K., and Eric Lesser. "Change Management." Journal of Business Strategy 16, no. 2 (February 1995): 17–21. http://dx.doi.org/10.1108/eb039686.

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17

Hausegger, Viktoria. "Change-Management." Stomatologie 109, no. 1-2 (March 2012): a8—a9. http://dx.doi.org/10.1007/s00715-012-0118-8.

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18

Wilmot, Robb W. "Change in management and the management of change." Long Range Planning 20, no. 6 (December 1987): 23–28. http://dx.doi.org/10.1016/0024-6301(87)90128-2.

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19

Kaiser, Ralf, Heiko Knaack, Marco Miani, and Hanz Dieter Niemeyer. "EXAMINATION OF CLIMATE CHANGE ADAPTATION STRATEGIES." Coastal Engineering Proceedings 1, no. 32 (January 29, 2011): 2. http://dx.doi.org/10.9753/icce.v32.management.2.

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Climate change adaptation strategies for coastal protection are examined with the help of mathematical models in the Ems/Dollart Estuary in consideration of different climate scenarios. The Ems Dollart Estuary is located at the Dutch German border in the southern North Sea, a coastal area which has suffered from enormous land losses due to medieval storm surges. Since then the medieval retreat was partly reduced by successive land reclamation following the development of salt marshes.

20

Luijendijk, Arjen, Etienne Kras, Floris Calkoen, and Antonio Moreno-Rodenas. "UNRAVELLING THE DRIVERS OF SHORELINE CHANGE." Coastal Engineering Proceedings, no. 37 (September 1, 2023): 22. http://dx.doi.org/10.9753/icce.v37.management.22.

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The availability of public satellite imagery, combined with advanced image processing, machine learning and cloud computing, triggered an unprecedented flow of information relevant to the coastal engineering community. From satellite imagery we can nowadays for example derive subtidal bathymetry, beach slopes, beach sediment types and coastline dynamics, at accuracies that increasingly allow for engineering applications. Regarding the latter two, global datasets on the occurrence of sandy beaches and historic shorelines have recently become available (Luijendijk et al., 2018). The high spatial and temporal resolution of this information yields more comprehensive understanding of our coasts and its dynamics (see Figure 1). This is not only of great added value in data-poor environments, it will also allow for more cost-effective coastal monitoring in data rich environments as the necessity of in-situ measurements will reduce in future. In this study we will expose the main drivers for coastal change for sandy and muddy coasts using satellite-derived shoreline (SDS) and machine learning algorithms.

21

Schlamkow, Christian, Norman Dreier, Peter Fröhle, and Dörte Salecker. "FUTURE EXTREME WAVES AT THE GERMAN BALTIC SEA COAST DERIVED FROM REGIONAL CLIMATE MODEL RUNS." Coastal Engineering Proceedings 1, no. 33 (December 14, 2012): 5. http://dx.doi.org/10.9753/icce.v33.management.5.

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Information about possible changes of extreme wave heights are essential for the future safe design of coastal and flood protection structures likes dykes, flood protection dunes, revetments etc. In this study, scenarios of regional climate change up to 2100 are used for the evaluation of changes of wave conditions. Analyses on calculated significant wave heights derived from extreme value statistics are showing a different signal of change for the selected locations along the German Baltic Sea Coast. The results are showing that extreme wave heights with a return level of 200 years can increase up to +14%. But also a decrease of down to -14% were found compared to actual conditions, depending on the location and climate change scenario applied. At the location of Warnemünde a slight increasing trend for the change of extreme wave heights could be found for 3 of 4 scenario runs with a maximum increase of +7%.

22

Lies, Jan. "Change Management und Change Communications." WiSt - Wirtschaftswissenschaftliches Studium 39, no. 12 (2010): 608–11. http://dx.doi.org/10.15358/0340-1650-2010-12-608.

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23

Gill, Roger. "Change management--or change leadership?" Journal of Change Management 3, no. 4 (December 2002): 307–18. http://dx.doi.org/10.1080/714023845.

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24

Greener, Tony, and Mark Hughes. "Managing change before change management." Strategic Change 15, no. 4 (2006): 205–12. http://dx.doi.org/10.1002/jsc.762.

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25

Welbourne, Theresa M. "Change Management Needs a Change." Employment Relations Today 41, no. 2 (July 2014): 17–23. http://dx.doi.org/10.1002/ert.21449.

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26

Shimura, Tomoya, Nobuhito Mori, Tomohiro Yasuda, and Hajime Mase. "WAVE DYNAMICS AND ITS IMPACT TO WAVE CLIMATE PROJECTION." Coastal Engineering Proceedings 1, no. 33 (October 25, 2012): 24. http://dx.doi.org/10.9753/icce.v33.management.24.

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Impacts and adaptations of climate change have been studied in various fields. In order to assess the impacts of climate change on coastal areas, it is necessary to evaluate how wave change due to climate changes. Projections of global wave climate have been carried out by some research groups for next IPCC report. Projection of wave climate contains uncertainties, such as scenario uncertainty, GCM uncertainty and wave model uncertainty. Impacts and adaptations of climate change have been studied in various fields. In order to assess the impacts of climate change on coastal areas, it is necessary to evaluate how wave change due to the climate changes. Projections of global wave climate have been carried out by some research groups for next IPCC report. Projection of wave climate contains uncertainties, such as scenario uncertainty, GCM uncertainty and wave model uncertainty. The uncertainties need to be estimated for reliable projections. In this study, wave model uncertainty was evaluated. Global wave hindcasts were conducted using SWAN with four different models of source terms and the impacts of different wave models on global long-term wave statistics were made clear. Furthermore, the global characteristics of differences in long-term wave statistics due to different models were compared with the result of global wave climate projection (Mori et al., 2010). Global long-term wave statistics are varied depending on choice of formula of Sin and Swc rather than that of Snl4. The uncertainty is larger in eastern lower latitude of ocean especially in the Pacific where swells dominate. On the other hand, the uncertainty of future wave climate change due to wave model is negligibly small in higher latitude where wind-waves dominate.

27

Ohizumi, Kota, Ryota Nakamura, Daichi Katayama, Shu Ito, Kunihiko Ishibashi, and Shigeru Kato. "PSEUDO GLOBAL WARMING EXPERIMENTS OF BEACH MORPHOLOGICAL CHANGE: CASE STUDY IN NIIGATA COAST CAUSED BY TYPHOON LUPIT (2021)." Coastal Engineering Proceedings, no. 37 (September 1, 2023): 28. http://dx.doi.org/10.9753/icce.v37.management.28.

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Extreme external forces such as associated with strong cyclones have often caused severe coastal erosions. Numerical simulation models have been employed for evaluating these coastal morphological changes (Roelvink et al., 2009). However, few studies focused on the morphological response caused by tropical cyclones under expected climate change. In this study, field surveys and numerical simulations were conducted to evaluate morphological changes caused by typhoon Lupit (2021) on Niigata coast. PGW (Pseudo Global Warming) methods under the SSP scenarios of IPCC AR6 were used to simulate morphological responses under expected climate change.

28

Ololube, Nwachukwu Prince, and Dennis Ogutum Ololube. "Organizational Change Management." International Journal of Applied Management Sciences and Engineering 4, no. 1 (January 2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.

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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.

29

Ito, Shun, Nobuhito Mori, Tomoya Shimura, and Takuya Miyashita. "LONG-TERM PROJECTION OF EXTREME STORM SURGE IN JAPAN USING MAXIMUM POTENTIAL STORM SURGE HEIGHT MODEL BASED ON HIGHRESMIP EXPERIMENT." Coastal Engineering Proceedings, no. 37 (September 1, 2023): 44. http://dx.doi.org/10.9753/icce.v37.management.44.

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The recent IPCC report indicated that the ratio of strong tropical cyclones (TCs) can increase due to climate change, and there is concern that the intensified TCs would increase the risk of storm surges. However, a storm surge is an extreme event with a lower frequency compared to strong winds and heavy precipitation. Thus, it is difficult to estimate storm surge risk under climate change considering future changes in intensity, path, and speed of TCs. This study estimates future changes in the worst class of TCs using the MPI (Maximum Potential Intensity) theory and future changes in the worst class of storm surge height along major bays in Japan using the MPS (Maximum Potential Storm surge height) model.

30

John, Sian, and Jaap Flikweert. "ADAPTING TO CLIMATE CHANGE: RISK-BASED SHORELINE MANAGEMENT PLANNING." Coastal Engineering Proceedings, no. 37 (October 2, 2023): 104. http://dx.doi.org/10.9753/icce.v37.management.104.

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Shoreline management planning is entering its third generation in the UK and its first in NZ. In both countries Shoreline Management Plans (SMPs) aim to establish the short, medium, and long term ‘management intent’ for unique, distinct stretches of coast by understanding coastal processes, hazards, and risks. They also aim to reflect the interests of all parties (of the community) and be deliverable. However, there are differences between the approaches, which reflect the countries different geographies and governance structures, but also their different shoreline management planning history. And lessons can be taken from both.

31

Zacharioudaki, Anna, and Dominic E. Reeve. "MODELLING SHORELINE EVOLUTION IN RESPONSE TO CLIMATE CHANGE." Coastal Engineering Proceedings 1, no. 32 (January 17, 2011): 28. http://dx.doi.org/10.9753/icce.v32.management.28.

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In this paper we examine the evidence for detectable climate change impacts on shoreline evolution. In a sequentially linked set of models, climate change scenarios are taken from atmospheric climate models and used to generate time slices of deepwater wave climate, nearshore wave climate and shoreline evolution. The models used are simple, containing the key physical processes only. Results are based on a hypothetical case which has some similarities to a site on the south coast of the UK. Output from the model is analysed using a robust statistical methodology to determine the evidence for statistically significant differences between beach behaviour under current conditions and several future scenarios. Statistically significant differences vary with season and also with the combination of climate model outputs used for input. Summers are the only season for which all models showed significant changes, corresponding to an increase in the net eastward littoral transport.

32

Peña, Ernesto-Eduardo Gómez-de la, Giovanni Coco, Colin Whittaker, and Jennifer Montano. "A DEEP LEARNING MODEL TO PREDICT SHORELINE CHANGE." Coastal Engineering Proceedings, no. 37 (September 1, 2023): 19. http://dx.doi.org/10.9753/icce.v37.management.19.

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As coastal population increases, so does the risk for social and economic losses under a changing climate. To assess future changes, much progress has been made towards developing shoreline numerical models, although producing reliable shoreline change predictions remains a challenge (Montaño 2020). Here we present a Deep Learning (DL) model to predict long-term shoreline evolution due to waves and large-scale atmospheric patterns. The model is based on two types of Artificial Neural Networks: Long-Short Term Memory (LSTM) networks and Convolutional Neural Networks (CNN).

33

Hoshino, Sayaka, Miguel Esteban, Takahito Mikami, Tomoyuki Takabatake, and Tomoya Shibayama. "CLIMATE CHANGE AND COASTAL DEFENCES IN TOKYO BAY." Coastal Engineering Proceedings 1, no. 33 (December 14, 2012): 19. http://dx.doi.org/10.9753/icce.v33.management.19.

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Sea level rise and an increase in typhoon intensity are two of the expected consequences from future climate change. In the present work a methodology to change the intensity of tropical cyclones in Japan was developed, which can be used to assess the inundation risk to different areas of the country. An example of how this would affect one of the worst typhoons to hit the Tokyo Bay area in the 20th century was thus developed, highlighting the considerable dangers associated with this event, and how current sea defences could be under danger of failing by the end of the 21st century.

34

Muir, Freya M. E., Martin D. Hurst, Luke Richardson-Foulger, and Alistair F. Rennie. "QUANTIFYING AND CLASSIFYING COASTAL CHANGE IN SCOTLAND USING SATELLITE-DERIVED COASTAL BOUNDARIES." Coastal Engineering Proceedings, no. 37 (September 1, 2023): 163. http://dx.doi.org/10.9753/icce.v37.management.163.

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Global sea levels and the frequency and severity of coastal storm events are both predicted to rise with anthropogenic climate change. Coastal storms are often accompanied by intense wave energy producing large waves which lead to impact damage, wave overtopping and flooding of coastal infrastructure Erosion of soft coasts can cause instability and infrastructure damage, and exacerbate flood risk with weakening of natural protective features like dunes. To plan effectively for a changing climate and increased coastal risks, coastal managers require continuous, repeatable datasets on past coastal change to anticipate potential future changes and assess adaptation options.

35

Yoshihiko, Ide, Yamashiro Masaru, Hashimoto Noriaki, Kodama Mitsuyoshi, and Sugimura Yoshihisa. "ANALYTICAL STUDY ON EFFECTS OF TIDE ON STORM SURGE DEVIATIONS." Coastal Engineering Proceedings, no. 37 (October 2, 2023): 8. http://dx.doi.org/10.9753/icce.v37.management.8.

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Elucidating the mechanism of storm surge generation and gaining new knowledge is important for the advancement of numerical simulations and the consideration of disaster prevention measures. Previous studies have shown that even when the external forces (wind and pressure) of a typhoon are the same, the storm surge deviations generated change when the tidal phase at the time the typhoon strikes is different. This is because the difference in the tidal phase causes a change in water depth. In this study, we quantitatively examined the change in storm surge deviation with water depth and derived an analytical solution that is more accurate than the conventional equation. Subsequently, parameters indicating the effect of changes in water depth on storm surge deviation were derived, and the characteristics of major bays in Japan were examined using these parameters.

36

Clegg, Chris, and Susan Walsh. "Change management: Time for a change!" European Journal of Work and Organizational Psychology 13, no. 2 (June 2004): 217–39. http://dx.doi.org/10.1080/13594320444000074.

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37

Lee, Mike. "The Push for Change/Change Management." Forensic Science International: Synergy 1 (August 2019): S5. http://dx.doi.org/10.1016/j.fsisyn.2019.06.018.

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38

Carton, Andrew M., Stephen E. Humphrey, and Elizabeth P. Karam. "Change and Change Management in Teams." Academy of Management Proceedings 2012, no. 1 (July 2012): 12498. http://dx.doi.org/10.5465/ambpp.2012.12498abstract.

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39

Musil, Thomas A. "Facilities Change Management." Journal of Real Estate Literature 23, no. 1 (January 1, 2015): 163–66. http://dx.doi.org/10.1080/10835547.2015.12090396.

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40

Geada, Nuno. "Management of Change." International Journal of Enterprise Information Systems 17, no. 2 (April 2021): 92–104. http://dx.doi.org/10.4018/ijeis.2021040105.

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Change management research has been extensively discussed during the latest decades, and management of information systems constantly investigates the importance of IT as a competitive driving tool. With the appearance of this pandemic were triggered many and varied changes in organizations, like hospitals, and in their information system has to adapt to this new reality. In order to adapt to this reality, we can use tools and methodologies, such as ITIL, which can help us to control and trigger control devices in order to minimize the change management impacts in IT caused by the pandemic of COVID-19. One of the areas affected by change management was cybersecurity. The relationships between strategic management, competitive environment, and IT as competitive factors can be supported by a holistic framework for strategic control. Although there are critical factors that depend on related paradigms that cannot be ignored and must be controlled.

41

Roberts, Mary E., and Stella A. Thonett. "Management of change." Elderly Care 1, no. 4 (October 1989): 24–25. http://dx.doi.org/10.7748/eldc.1.4.24.s28.

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42

H. James, Harrington, and Voehl Frank. "Cultural Change Management." International Journal of Innovation Science 7, no. 1 (March 1, 2015): 55–74. http://dx.doi.org/10.1260/1757-2223.7.1.55.

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A lot of brilliant work has been done to develop methodologies and approaches to apply change management concepts to managing the development and implementation of projects and programs. This has resulted in major improvements in success rates, delays, and the total effectiveness of these projects and programs. Unfortunately, these endeavors have not resulted in the desired improvement in the organization’s ability to endure the constant change activities that the environment, technology, customer, and international competition have placed upon the organization. This technical paper presents a new concept called Culture Change Management (CCM) that will strengthen the total organization’s capability and willingness to accept and prosper in a rapidly changing worldwide environment. It will require a major change in the way organizational change management has been structured, minimizing the focus on projects and programs and maximizing the focus on organizational operations.

43

Lukhmanova, N. A. "ORGANIZATIONAL CHANGE MANAGEMENT." ECONOMIC VECTOR 4, no. 19 (December 2019): 29–31. http://dx.doi.org/10.36807/2411-7269-4-19-29-31.

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44

Brown, Kerry, Jennifer Waterhouse, and Christine Flynn. "Change management practices." International Journal of Public Sector Management 16, no. 3 (June 2003): 230–41. http://dx.doi.org/10.1108/09513550310472311.

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45

Kumar, Sanjiv, Neeta Kumar, Vaishali Deshmukh, and VivekS Adhish. "Change Management Skills." Indian Journal of Community Medicine 40, no. 2 (2015): 85. http://dx.doi.org/10.4103/0970-0218.153869.

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46

Bajer, Javier. "Farewell change management." Strategic HR Review 19, no. 5 (December 16, 2020): 197. http://dx.doi.org/10.1108/shr-10-2020-0090.

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47

Desmond, C. "Management of change." IEEE Engineering Management Review 41, no. 3 (2013): 12–13. http://dx.doi.org/10.1109/emr.2013.2274674.

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48

Williams, Adrian. "Management of change." Lancet 349, no. 9062 (May 1997): 1402. http://dx.doi.org/10.1016/s0140-6736(05)63251-5.

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Scharmer, Claus Otto, and Falko von Ameln. "Upgrading change management." Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) 50, no. 2 (May 22, 2019): 193–96. http://dx.doi.org/10.1007/s11612-019-00464-2.

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